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REVIEW OF LITERATURE

Study made by Rollinson, et.al (1996) has identified that complaints are quite common

and only extends to takin!up a matter informally "ith a super#isor. $s maintained by %atlett

and &ro"n (199'), there are a number of decisions makin points in the rie#ance handlin

process that potentially in#ol#e the super#isor. %lark (19) identified that correlation

coefficients sho"ed stron relationship bet"een attitude to"ard the rie#ance procedure and

attitude of the super#isors. abi and *reer (19) denote that a hih number of rie#ances in a

unit or subunit can be indicati#e of many factors, includin both effecti#e and ineffecti#e

super#isory performance. &emmels and Reshef (1991) mentioned that in a specific "ork roup,

many rie#ances are in response to specific beha#iors by the super#isors. +ence, this present

research has tareted super#isors as unit of analysis. $ccordin to %lark (19) and &emmels

and Reshef (1991) super#isors beha#ior and personal attitudes may affect their styles in

handlin rie#ance throuh rie#ance procedure.

$ rie#ance procedure is constructed to protect employees rihts and pro#ide reater

statutory protection to employees (%o"lin - ames, 199/). 0n unionied oraniation, the

rie#ance procedure is established in collecti#e areement bet"een employees union and

employers (e"in, 2''1). 3he existence of this procedure can be interpreted to support the

industrial relations perspecti#e that conflict in the employment relationship is "idespread and

endurin (4alton - 3odor, 192). 5ollo"in this reasonin, the rie#ance procedure can be

#ie"ed as hih!in#ol#ement or problem!sol#in "ork practice. $part from bein a medium for

the resolution of conflicts, an effecti#e rie#ance system can ser#e as a monitorin system for

detectin any undesirable situation arisin in the oraniation (anteie7a - 8nid 1991). 3he

need for rie#ance procedure is essential if the problems that arise are not satisfactorily dealt

"ith or are dealt "ithin inconsistent manner (*reen, 19).

*enerally, the rie#ance procedure includes fe" pro#isos. 3he procedure for resol#in

indi#idual rie#ances should be simple and de#oid technicalities (Salamon, 2''': ills, 199/).

3he rie#ance procedure should be in "ritten (0ndustrial +armony %ode for %onduct, n.d) and

only ser#es issues related to employees rie#ances. %ases that in#ol#e discipline or other form

of conflicts should use other appropriate resolution machinery. 3he employees should also be

explained, from time to time, the existence of rie#ance procedure and encouraed them to raise

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their dissatisfactions formally throuh this procedure. 3he publicity of the rules of an institution

insures that those enaed in it kno"s "hat limitations on conduct to expect on one another and

"hat kinds of actions are permissible (Ra"l, 191). 3hus, an employee "ho has a rie#ance

need not o from pillar to post, not kno"in "here to o or "hom to approach. 3he uideline

should also pro#ide for an a#enue of appeal, if he fails to et satisfaction from the immediate

superior "hom he has approached (4%ru, 1999, *ordon - iller, 19/). 3here should be

opportunity for the employee to refer the rie#ance to hiher le#els of manaement (if

applicable). $ rie#ance procedure should specify a time limit for submittin the appeal and also

a stipulated time limit by "hich it "ill be decided at the first le#el of

appeal.